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| Criterion |  Decision Making Decision Rights Mapping |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 90-180 min | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 4-12 | 3-8 | 4-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution | DecisionRolesGovernanceAlignment |